Management by Business Process: A Managerial Perspective of People, Process, and Technology

Foreword
Contents
List of Figures
List of Tables
1 Introduction to the Management by Business Process Approach
	1.1 Terminology: Management by Business Process Versus Business Process Management
	1.2 Its Origin: The Introduction of the Business Process in Organizations
	1.3 Its Central Entity: The Business Process
	1.4 Its Foundation: The General Systems Theory
	1.5 Its Challenge: To Be an Alternative to the Functionalist Approach
	References
2 Discerning Between Functional Management and Business Process Management
	2.1 Distinctive Characteristics Related to People
		2.1.1 People Allocation
		2.1.2 Operational Autonomy
		2.1.3 Performance Assessment
		2.1.4 Chain of Command
		2.1.5 Empowerment of Individuals
	2.2 Distinctive Characteristics Related to Process
		2.2.1 Organizational Structure
		2.2.2 Performance Measures
		2.2.3 Nature of Work
		2.2.4 Organization of Work
		2.2.5 Scale of Organizational Values
	2.3 Distinctive Characteristics Related to Technology
		2.3.1 Utilization of Technology
		2.3.2 External Relationship
	2.4 Consolidation of the Differential Characteristics Between the Two Approaches
	2.5 Business Architecture According to the Management Approach
		2.5.1 Evolutionary History of Business Architectures
		2.5.2 Initiatives to Change Companies’ Business Architectures
	References
3 Management by Business Process Technical Vocabulary
	3.1 Importance of the Common Dialect for Process Management
	3.2 Levels of Abstraction of Work Performed by the Business Process
		3.2.1 Activity
		3.2.2 Subprocess
	3.3 Scope and Resource Lifecycle Management Associated with the Business Process
	3.4 Products and Customers
	3.5 Instance of a Business Process
	3.6 Resources Associated with the M-B-BP Approach
	3.7 Business Event and States that Characterize It
	3.8 Data, Information, Knowledge, and Intellectual Capital
	3.9 Business Rule and Its Exceptions
	3.10 Organizational Unit, Functional Area and Their Roles in Relation to the Processes
	3.11 Employees and Their Skills
	3.12 Throughput, Lead Time, and Other Performance Indicators
	3.13 Best Practices and Benchmarking
	3.14 Process Losses
	References
4 Ontologies and Techniques for Business Process Specification
	4.1 Objects
	4.2 Associations
	4.3 Properties
	4.4 Contextualized Techniques for Understanding the Process
		4.4.1 Business Process Diagram
	References
5 Approach to Management by Business Process
	5.1 Development of the Business Process Culture
	5.2 Identification of Business Processes
	5.3 Process Modeling
	5.4 Process Analysis
		5.4.1 Causal Map and the Externalization of Systemic Archetypes
	5.5 Process (Re)Design
	5.6 Process Transformation
		5.6.1 Knowledge Management
		5.6.2 Knowledge Management Applied to M-B-BP
		5.6.3 Functionalities Supporting the Internalization of Knowledge
		5.6.4 Features Supporting the Socialization of Knowledge
		5.6.5 Features Supporting the Externalization of Knowledge
		5.6.6 Knowledge Combination Support Functionalities
	5.7 Process Evaluation and Monitoring
		5.7.1 Indicators in the Time Perspective
		5.7.2 Typical Output Measurement Indicators
		5.7.3 Typical Quality Management Indicators
		5.7.4 Typical Maintenance Indicators
	References
6 Process Management and the Attractiveness of Jobs
	6.1 The Challenge of “Attitude” in the Modern Company
	6.2 Motivational Practices and Their Effects on Attitude
		6.2.1 Motivational Theories: Job Design
		6.2.2 Template for Analysis of Motivational Aspects Associated with the Jobs
	6.3 Motivational Characteristics Present in the M-B-BP Approach
	6.4 Multifunctionality as an Instrument for Flexibility
	References
7 Technologies in Support of Management by Business Processes
	7.1 Main Components of the Business Process Management System (BPMS) Solution
	7.2 Functionalities Required for the Business Process Management (BPM) Solution
		7.2.1 Resources for Optimizing Process Operation and Making It More Flexible
		7.2.2 Resources for Process Operation Management
		7.2.3 Resources for Process Planning and Design
	7.3 Culture and Organizational Climate for the Development of the Business Process Management System (BPMS) Solution
	7.4 Business Ontology
	References
8 Analysis of the Components of Business Process Management System (BPMS) Technology from the Perspective of a Practical Case
	8.1 The Business Process Management System (BPMS) Architecture
	8.2 Analysis of the BPMS System Implementation Case
		8.2.1 Activities of the Subprocess “Notify the Occurrence of a Claim to the IRB”
		8.2.2 Activities of the Subprocess “Claiming Reinsurance Value”
	8.3 Gains Provided by the “Handling of Claims with Reinsurance” Process
	8.4 Exemplifying the Components of the BPMS System from the Case Analyzed
	8.5 Critical Aspects to Be Considered When Implementing BPMS Technology
	References
9 Office Focused on Business Process Management
	9.1 Functions Performed by BPO Professionals
		9.1.1 Ensure Business Processes Aligned to the Organizational Strategy
		9.1.2 Ensure Integrated and Cooperative Work Fronts (Projects)
		9.1.3 Ensure Sharing of Human Resources (Skills)
		9.1.4 Develop Dynamic Specification of the Contents of Business Processes
		9.1.5 Develop and Maintain the BPMS Platform
		9.1.6 To Define and Provide Indicators to Support the Development of Business Processes
		9.1.7 Define Method (Activities and Techniques) in Support of the M-B-BP Approach
		9.1.8 Transfer Knowledge About the M-B-BP Approach and BPMS Tools
	9.2 Dynamics of BPO Interaction with Other Professional Groups in the Organization
		9.2.1 IT Area
		9.2.2 Human Resources Area
		9.2.3 Strategy Area
		9.2.4 Legal Area
		9.2.5 Quality Area
		9.2.6 Intellectual Capital Area
		9.2.7 Project Office
	9.3 Current Stage and Trends for BPO
	References
10 Organization as a Business Process
	10.1 Techniques for Structuring Organizations
	10.2 Key Resources as Stable Substantives (Entities)
	10.3 Entification and the Balancing Between Verbs (Processes) and Nouns (“Things” or Entities)
	10.4 Techniques That Balance and Integrate Processes and Data
	10.5 M-B-BP Training
	10.6 Organizational Culture
	References
11 Maturity Models for Business Process Analysis
	11.1 Culture
	11.2 Persons
	11.3 Strategy
	11.4 Project Management
	11.5 Information and Communications Technology (ICT)
	11.6 Measurements
	11.7 Methods
	References
12 New Technologies and New Business Demands in the M-B-BP Context
	12.1 Process Mining
	12.2 Robotic Process Automation
	12.3 Mixed Reality
	12.4 Green Business Process Management
	12.5 Customer Journey Map
	References
13 Impact of the Management by Business Processes on the Structural Variables of the Organization
	13.1 Work Scope (“Specialization”)
	13.2 Decision Making (“Centralization-Decentralization”)
	13.3 Representation of Rules and Procedures (“Formalization”)
	13.4 Grouping of Jobs for Operation and Management Purposes (“Departmentalization”)
	13.5 Chain of Command
	13.6 Span of Control
	References
Index